In 1993, Southwest (SW) was faced with the decision of how to schedule two new uncommitted planes, and it evaluated three options for enabling either internal or external expansion—adding a new segment direct from Phoenix to Detroit, entering the Dayton market to contribute to growth goals for Midway, or entering an entirely new geographic market in Baltimore which would begin creating a presence for SW on the East Coast. SW sought conservative and controlled growth, and typically prioritized options to expand through the existing route structure; however, in this case, it is important to evaluate the current options on several additional criteria, such as strategic alignment; ground, in-air and total economics; and spiritual impact and cultural fit. After considering these decision factors, we recommend that SW enter the Baltimore market, as this option has the greatest potential to deliver on SW’s strategic objectives, maximize profit while still preserving the culture so critical to SW’s success to date. SW built its success by developing strategically aligned internal resources and capabilities (Exhibit 1) and executing on a highly focused strategy centered on cost control. SW’s commitment to simplicity and consistency, operationalized across all key business activities (i.e., use of only one type of plane, non-hub and spoke route system, simplified baggage handling system, minimal in-flight services, etc.), allowed SW to decrease turn times and ultimately keep costs low. This resulted in a low-cost, highly efficient domestic airline business that could profitably operate quick turnaround, short-haul, point-to-point flights from secondary airports. Consequently, SW could deliver the important consumer benefits of everyday low unrestricted fares for convenient, frequently scheduled flights and reliable on-time departures. SW’s business practices also created an entirely new service model that would significantly grow any market SW entered. Consumers who...

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CASESTUDY
BUS 601
Alexa Smith
STRENGTH
WEAKNESSES
TRAITS
4 new product lines
Research and development skills not mentioned.
Creative
Good marketing skills
Insightful
Good experience
Persistence
Good reputation
Determination
Kelsey Metts
STRENGTH
WEAKNESSES
TRAITS
2 new product lines (research)
Low experience.
Intelligence
Educated
Sociability
Good reputation
Influence
Thomas Santiago
STRENGTH
TRAITS
3 new product lines. ( development )
drive
Enough experience
integrity
High development skills
responsibility
Ability to manage strategic changes
Influence
Well-developed corporate strategy
consistent
Good reputation
Based on the information provided about the trait approach in Table 2.1 and 2.2, if you were Sandra, who would you select?
We would select Thomas. The case outlines Thomas as having integrity, honesty and respect of upper management. His tenure has lasted 10 years, and he has contributed to the release of 3 new products to the market. We think Thomas’ skills and assets depict that of a leader more so than Alexa or Kelsey. All three seem to be worthy candidates, but the skills and assets of Alexa and Kelsey seem to focus more on elements of comfort and creativity. Thomas seems to have shown these same attributes through his achievements at GLF, and has the tenure and the respect of his colleagues to support it....

...organization and aligning its structure and culture to its strategic orientation in the context of globalization. The course is designed to suit the needs of practitioners who have administrative responsibilities. It is conceived to answer questions pertaining to organizational change, practical implementation of strategy and development of effective control mechanisms that are in alignment with the mission and vision of the organization. The course offers a broad array ofcases covering several industries, and organizations.
PEDAGOGY The pedagogy emphasizes the casestudy method and strategic audit as means to synthesize and organize relevant information in a logical fashion. Active discussion in class is used to exchange knowledge and debate current issues in management.
COURSE REQUIREMENTS 1. 2. 3. 4. 5. 6. Assigned readings Case preparation Participation Term project Team casestudy presentations and written reports Midterm exam
1
GRADE DISTRIBUTION 1. Two team case presentations (15% each) 4. Written reports on case presentations (2@15% each) 5. Midterm exam (individual) 5. Term project (group report) Total FINAL GRADES WILL BE ASSIGNED AS FOLLOWS: 92%> 86%-91%> 80%-85%> 75%-79%> 70%-74%> 60%-69%> <60% A AB B BC C D F 30% 30% 15% 25% 100%
COURSE POLICIES AND PROCEDURES The University of Wisconsin-Whitewater is dedicated to a safe, supportive and...

...CHAPTER I
INTRODUCTION
1.1 Reasons choose the case
1.2 The Problems
The problems of this case are:
1. How would you characterize Lincoln Electric’s strategy? In this context, what is the nature of Lincoln’s business and upon what bases does this company compete?
2. What are the most important elements of Lincoln’s overall approach to organization and control that help explain why this company is so successful? How well do Lincoln’s organization and control mechanisms fit the company’s strategic requirements?
3. What is the corporate culture like at Lincoln Electric? What type of employees would be happy working at Lincoln Electric?
4. What is the applicability of Lincoln’s approach to organization and control to other companies? Why don’t more companies operate like Lincoln?
5. What colud cause Lincoln’s strategy implementation approach to break down? What are the threats to Lincoln’s continued success?
6. Would you like to work in an environment like that at Linciln Electric?
1.3 The Aim/Objectivity
The objectives of this case are:
CHAPTER II
LITERATURE
For the literature we will focus at the …..
CHAPTER III
CASE ANALYSIS
3.1 Background Case Lincoln Electric Company
Lincoln Electric Company
2. Case Analyis
CHAPTER IV
CONCLUSION
4.1 Conclusion of this casestudy...

...﻿
CaseStudy Analysis: Building a Coalition
Aldranon English II
aldranon_englishii@yahoo.com
MGMT591­_68800_20150301
Glenn Palmer
March 22, 2015
Abstract
This is an in-depth analysis of casestudy involving the Woodson Foundation. The analysis will evaluate the structure, environment (internal and external), strategy and implementation of tactics surrounding the program. This is only my interpretation of the program’s strengths and weaknesses and some suggestions that will prove to be beneficial for the overall organization.
Group Development
In this scenario, there are two separate groups that decided to create a team to achieve a common goal. You could also say that these groups are formal by definition. By a formal group, means one is defined by the organization’s structure, with designated work assignments establishing tasks (Judge, pg. 272). In formal groups, the behaviors team members should engage in are stipulated by and directed toward organizational goals. Typically, groups pass through a sequence in their evolution process. I believe that this collective body of individuals has now entered the fourth stage which is the performing phase of the five-stage-group development model. The structure and model of this group at this point is fully functional, operational and accepted (pg. Robbins, pg 275).
After several months of negotiations, group energy has moved from getting to know and understand...

...﻿Case Analysis Study Approach (CASA)
(Read the case a couple of times)
Describe the Following for this CaseStudy-
1. Industry & Market:
2. External Environment:
3. Internal Environment: (Core Competencies)
4. Financial Analyses:
5. Economic Condition for Industry:
6. Key Trending Factors:
7. SWOT Analysis:
Strengths-
Weaknesses-
Opportunities-
Threats-
8. Key issues of the case:
9. Critical issue of the case that needs attention first:
10. Assumptions in the recognition of this critical issue:
11. 2 to 3 alternatives to address this critical issue:
12. Choose 1 of the alternatives to implement:
13. Describe the overarching strategy you propose and within which this alternative fits:
14. Explain your plan to implement this alternative:
15. Identify the critical organizational functions of the organization needed for implementation:
16. Identify the processes needed from each of these critical functions for implementation:
17. Describe the Balance Scorecard metrics to measure the success of this implementation:
customer- “to keep our customer loyalty, how do we design the appearance of our website?”
Financial- “To succeed financially, how do we promote our new website?”
Learning and Growth- “To ensure our consumers are happy, how can we monitor our
strategy and improve?”
Internal Business Process-“To satisfy our shareholders and customers, how do we make sure our...

...CaseStudy Quado Systems
In order to make a decision about The Taylor Corporation project Quad Systems management should evaluate all pros and contras. I suggest to do SWOT analysis of the project versus the company to accomplish this goal.
* Strength:
* Better price – Despite inability to estimate exact total price for implementing new Internet system, Quad assumes they can offer better price for Taylor Corporation. “Quado had a much lower overhead than the larger systems integration ﬁrms and a low price offer might be considered the cost of entry for Quado into this growing business.” This is extremely important consideration for the project because as was mentioned in the case, “being a retail organization, the company is fairly price-sensitive and willing to accept a bit more risk in order to save a dime.” This means that Quad has significant advantage assuming that Taylor Corporation estimated costs were $750,000 in comparison with Synectic’s $9 million.
* Some experienced employees in the squad - Quado has several people who have the requisite experience from previous jobs.
* Cooperative approach – Customers of small/middle system integrators have a lot of involvement with their projects and they get to work with senior people. The large systems integration ﬁrm can be frustrating to their clients at times when they send 20 people to do a project and don’t involve the customer.
* Higher...

...﻿Global Business CaseStudy – ALDI
Executive Summary
This report will discuss the nature of ALDI, investigate the classification of ALDI, outline the responsibilities ALDI has to its stakeholders and explore the internal and external influences that have contributed to ALDI achieving business success within Australia. It will also evaluate the expansion of ALDI into Australia and give a recommendation of strategies that would be appropriate for ALDI to ensure future growth.
The nature of ALDI’s business
ALDI is an international “cut-price” grocery company that has been operating for over 50 years first opening in Germany (ALDI, about ALDI Australia); ALDI opened its first store in Australia in January 2001 and now has over 300 effectively operating stores across Australia. ALDI prides itself on ensuring that 100% of their profits are reinvested back into the Australian business. ALDI aims to provide consumers the opportunity to buy ordinary groceries at a high quality but for a low price.
The classification of ALDI
ALDI is large global corporation that has created over 4,500 jobs within Australia. ALDI is positioned within the tertiary industry sector as it’s supplying a service and a product for the Australian consumer. ALDI Pty Ltd indicates that it’s a propriety business stating that it’s a private company with limited liability.
The responsibilities ALDI has to its stakeholders
ALDI has large responsibilities to its stakeholders...